At Aeroflex, a Paraná-based manufacturing industry, a simple PVC pipe became a symbol of transformation. Installed by an employee to prevent an iron rod from slipping and causing accidents, the adapted device became a reference. Ali, such initiatives do not go unnoticed and are publicly celebrated through the "Security Star" process, created to recognize those who contribute practical ideas to make the factory safer. In 15 months, dozens of solutions were implemented — some at no cost, but with a high impact. "Safety here is no longer seen as a cost or a rule. It is a value, something we must practice even when no one is watching," says Marcelo Arice, EHS (Environmental, Health, and Safety) coordinator of the company.
Aeroflex is an aerosol solutions manufacturing company based in Curitiba (PR), and its experience reflects a growing trend in Brazilian industries: the incorporation of continuous improvement tools as a strategy for accident prevention. One of the pillars of this process is lean management, an approach that aims to make work more efficient by eliminating excesses and focusing only on what adds value. The debate gains momentum with World Day for Safety and Health at Work, celebrated on April 28th, which runs parallel to the National Campaign for the Prevention of Work Accidents (Canpat 2025), launched in April by the Ministry of Labor and Employment.
The topic is urgentFederal government dataThey reveal that Brazil recorded, only in 2023, more than 732,000 cases of work-related accidents and illnesses. Of these, 2,780 resulted in death and more than 6,300 in permanent disabilities. Underreporting still prevents a complete picture. It is estimated that the economic impacts exceed R$ 400 billion per year, equivalent to up to 4% of the national Gross Domestic Product (GDP), according to the Statistical Yearbook of Work Accidents by the Ministry of Social Security.
For specialists, more than formal protocols, it is necessary to cultivate a safety culture, and it is at this point that methodologies like 5S, the foundation of lean management, take on a leading role.
Organization, perception, and belonging
Consultant Edison Medeiros, a specialist in Lean management and a consultant at Gemba Group, compares caring for workers to the care given to a small child. "If there is a table with a corner, it's no use telling her not to hit her head. It's necessary to eliminate the risk condition. And it's the same with adults," he affirms. According to him, the first step is to structure the environment to prevent the error from occurring. The 5S helps exactly with this. When you remove what is unnecessary, organize the space, and standardize routines, it reduces accidents and improves physical and mental health.
The methodology, created in Japan, involves five pillars: utilization, organization, cleaning, standardization, and self-discipline. Goes beyond appearance, as it directly influences ergonomics, circulation, visibility, and behavior. "Many occupational illnesses begin when the employee needs to bend repeatedly, reach for objects out of reach, or live with invisible dirt, such as dust and fungi," says Edison.
Brasílio da Silva, a specialist consultant with 30 years of experience and expertise in occupational safety, reinforces the argument. When you start by taking care of the basics — such as signaling an outlet, covering a hole in the floor, or eliminating an exposed wire — you are beginning a process that changes the way everyone perceives the environment. Safety begins with the visible, but transforms the invisible: culture. For him, the safety culture is the foundation upon which the risk perception is built.
But to work, the method cannot be imposed. "Sense means understanding. The person needs to know why they are doing it, to understand that it protects them. Otherwise, they will only comply when the manager is watching," adds Edison. He argues that companies aiming to establish a safety culture need to promote understanding and foster a sense of belonging: "When the employee feels cared for, they take care in return."
Simple actions, lasting effects
At Aeroflex, lean manufacturing has been implemented in partnership with Gemba Group, a consultancy specialized in Lean management, continuous improvement, and professional training. Since then, the security area has shifted from a supporting role to the main one. "Today we have seven committees, including the 5S and Security Guardians committees. All employees participate in some of them. The goal is to make safety responsibility a shared one," explains Marcelo Arice, EHS coordinator at Aeroflex.
He cites other examples of improvements proposed by the employees themselves. An electrician increased the brightness of an area by 40% by replacing the frosted acrylics of the luminaires with transparent ones. A Production Supervisor adapted discarded cages to transport drums more safely. Even the pantry worker suggested adjustments to the organization of the pantry to improve a simple coffee-making process and to prevent short circuits.
The purpose of security as a value — and not just an obligation — is at the heart of the change. "We work with risk perception, something that varies among people. Some are unconsciously insecure and do not realize they are in a risky situation. The focus now is to level this perception," says Marcelo. He highlights that critical areas, such as logistics and forklift operation, receive targeted training to develop attention and safe behavior.
Brasílio agrees and recalls that one of the main difficulties in companies is precisely the lack of shared perception. "Everyone takes care of their own area, but true security requires that everyone knows how to recognize risks and communicate what they perceive. This is corporate citizenship."
Management and leadership systems by example
Beyond individual actions, a safety culture requires structure. Brasílio advocates for the adoption of management systems based on international standards such as ISO 45001, which organize processes and guide decisions based on data. "A company that already maps risks and monitors indicators has a much higher chance of acting preventively. And it may even dispense with bureaucratic steps required by law, such as the Risk Management Plan (PGR). This shows that management and safety go hand in hand," explains the consultant.
According to him, many companies still see security as an expense, not an investment. "Despite that, a single serious incident is enough to understand that prevention costs less," emphasizes Brasílio. He advocates for the use of effective training, reliable data, and active listening to raise awareness among leadership. "The manager needs to be the first to set an example. Power is imposed by the position, but authority is earned through behavior," he emphasizes.
For Edison, the coherence between speech and practice also defines culture. There's no use saying that safety comes first if the locker room is degraded or the cafeteria is unsanitary. This value must be translated into visible actions.
Obligation for culture
Despite the challenges, the three specialists are unanimous: there is progress. "There are already companies with a well-established safety culture. They started years ago, with simple actions, and persisted," says Edison. For Brasílio, the Green April can help accelerate this process.
Brasílio also warns about the evolution of legislation, which now includes topics such as harassment, psychosocial risks, and mental health. Mental illnesses will surpass physical illnesses in the coming years, according to the World Health Organization, and the work environment needs to keep up with this reality.
Furthermore, Brasílio and Edison argue that care for the worker should go beyond the company's gates. "An employee who knows they are safe works better; but they also need to go home well, to be with their family. That is also culture," affirms Edison. Brasílio adds: "Safety is reflected at home. The employee who wears glasses to drill through the factory wall shouldn't climb on an unstable chair to do the same at home."
In the end, change doesn't depend solely on rules or training, but on a shift in the way work is perceived. "Taking workplace safety seriously is what you do when no one is watching you," says Marcelo. This is the level of maturity that the Brazilian industry still seeks and that begins with small actions, repeated every day, until they become a culture.
